Kim Harr
I help leaders build teams they don't want to leave by speaking about how low trust quietly drains talent, time, and money. Using my proprietary DRAMATICS framework, audiences learn exactly where trust is leaking — and what to do about it in their next meeting or 1:1.
For over two decades, Kim Harr built her career inside some of the most demanding, technically rigorous environments in the world — running large-scale operations, leading cultural transformations, and driving business results inside Intel and Lam Research, two of the semiconductor industry's most respected companies. But across 26 years of climbing the leadership ladder, Kim kept noticing the same truth: her passion was never really the wafers. It was the people.
That realization changed the direction of her career. Kim founded Starr Leadership Group to help leaders and organizations solve the challenges that sit underneath their toughest business problems — building high-performing cultures, developing effective teams, and unlocking the human potential that no process improvement alone can create.
Kim's approach is different because her background is different. She brings 25+ years of engineering, operations, and HR leadership experience into every room she walks into — the kind of technical rigor that lets her speak credibly to operators and executives, paired with a genuine fluency in the human dynamics that make or break whether a strategy actually sticks. At Intel and Lam Research, she led cultural transformations that produced more than $400 million in measurable results and built talent systems that outlived her tenure. She has spent her career at the intersection of people and performance — helping technical organizations become more human-centered, and helping people-focused organizations become more operationally excellent.
Since founding Starr Leadership Group, Kim has partnered with several Fortune 250 and Fortune 500 companies. That blend of hands-on executive experience and current client work gives Kim a rare credibility: she has lived the exact pressures — scale, complexity, and high-stakes decision-making — that the leaders she now coaches and speaks to are navigating every day.
Known throughout her career as “a different kind of leader,” Kim has always led with clarity and candor — investing deliberately in her teams and in growing the next generation of leaders around her. That instinct is now the foundation of her signature framework, DRAMATICS, which gives leaders a practical, repeatable way to diagnose exactly where low trust is quietly draining their organization's talent, time, and money — and specific tools to close those gaps starting in their very next team meeting or 1:1.
Kim is an ICF-credentialed coach (ACC) and a Lean Six Sigma Master Black Belt, and holds both a Master's and a Bachelor of Science in Industrial Engineering from the University of Michigan — a technical foundation that shows up in the clarity and rigor of her frameworks, even as her real subject matter is deeply human.
Outside of her client work, Kim is active in her community. Her past and present board leadership includes service with Girls Inc. of the Pacific Northwest, the Society of Women Engineers Corporate Partnership Council, and Solar For All, Inc., an Oregon-based nonprofit expanding solar energy access to low-income housing. When she's not coaching or speaking, Kim can usually be found cycling, skiing, or hiking somewhere in the Pacific Northwest, working through a good book, or losing an afternoon to a jigsaw puzzle.
Whether she's on stage, in a boardroom, or in a one-on-one coaching session, Kim's message is consistent: the biggest performance problems in most organizations aren't about strategy or talent — they're about trust. And trust, unlike talent, is something every leader can learn to build.
For over two decades, Kim Harr built her career inside some of the most demanding, technically rigorous environments in the world — running large-scale operations, leading cultural transformations, and driving business results inside Intel and Lam Research, two of the semiconductor industry's most respected companies. But across 26 years of climbing the leadership ladder, Kim kept noticing the same truth: her passion was never really the wafers. It was the people.
That realization changed the direction of her career. Kim founded Starr Leadership Group to help leaders and organizations solve the challenges that sit underneath their toughest business problems — building high-performing cultures, developing effective teams, and unlocking the human potential that no process improvement alone can create.
Kim's approach is different because her background is different. She brings 25+ years of engineering, operations, and HR leadership experience into every room she walks into — the kind of technical rigor that lets her speak credibly to operators and executives, paired with a genuine fluency in the human dynamics that make or break whether a strategy actually sticks. At Intel and Lam Research, she led cultural transformations that produced more than $400 million in measurable results and built talent systems that outlived her tenure. She has spent her career at the intersection of people and performance — helping technical organizations become more human-centered, and helping people-focused organizations become more operationally excellent.
Since founding Starr Leadership Group, Kim has partnered with several Fortune 250 and Fortune 500 companies. That blend of hands-on executive experience and current client work gives Kim a rare credibility: she has lived the exact pressures — scale, complexity, and high-stakes decision-making — that the leaders she now coaches and speaks to are navigating every day.
Known throughout her career as “a different kind of leader,” Kim has always led with clarity and candor — investing deliberately in her teams and in growing the next generation of leaders around her. That instinct is now the foundation of her signature framework, DRAMATICS, which gives leaders a practical, repeatable way to diagnose exactly where low trust is quietly draining their organization's talent, time, and money — and specific tools to close those gaps starting in their very next team meeting or 1:1.
Kim is an ICF-credentialed coach (ACC) and a Lean Six Sigma Master Black Belt, and holds both a Master's and a Bachelor of Science in Industrial Engineering from the University of Michigan — a technical foundation that shows up in the clarity and rigor of her frameworks, even as her real subject matter is deeply human.
Outside of her client work, Kim is active in her community. Her past and present board leadership includes service with Girls Inc. of the Pacific Northwest, the Society of Women Engineers Corporate Partnership Council, and Solar For All, Inc., an Oregon-based nonprofit expanding solar energy access to low-income housing. When she's not coaching or speaking, Kim can usually be found cycling, skiing, or hiking somewhere in the Pacific Northwest, working through a good book, or losing an afternoon to a jigsaw puzzle.
Whether she's on stage, in a boardroom, or in a one-on-one coaching session, Kim's message is consistent: the biggest performance problems in most organizations aren't about strategy or talent — they're about trust. And trust, unlike talent, is something every leader can learn to build.
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